2.A – Governance: Governing Board 2.A.4 The institution has a functioning governing board consisting of at least five voting members, a majority of whom have no contractual, employment, or financial interest in the institution. If the institution is governed by a hierarchical structure of multiple boards, the roles, responsibilities, and authority of each board—as they relate to the institution—are clearly defined, widely communicated, and broadly understood. 2.A.5 The board acts only as a committee of the whole; no member or subcommittee of the board acts on behalf of the board except by formal delegation of authority by the governing board as a whole. 2.A.6 The board establishes, reviews regularly, revises as necessary, and exercises broad oversight of institutional policies, including those regarding its own organization and operation. 2.A.7 The board selects and evaluates regularly a chief executive officer who is accountable for the operation of the institution. It delegates authority and responsibility to the CEO to implement and administer board-approved policies related to the operation of the institution. 2.A.8 The board regularly evaluates its performance to ensure its duties and responsibilities are fulfilled in an effective and efficient manner. Questions Trustees Should Be Prepared to Answer 1. What is the primary mission of the institution? Who are the students that CWU serves? • Has the mission – or the student profile – changed since the last NWCCU comprehensive site visit (fall 2009) or the NWCCU Mid-Cycle Evaluation visit (fall 2014)? • Thinking about the institution’s future, is the mission likely to remain the same – or change? • Will the student profile change – or remain the same? • If the mission and/or student profile is likely to change, how and why do you see them changing? 2. What are the institution’s core themes? • How do those core themes relate to the institution’s mission? • Have those core themes changed since the last NWCCU site visit? • Thinking about the institution’s future, are those core themes likely to remain the same – or change? • If they are likely to change, how and why do you see them changing? 3. To what extent is the institution fulfilling its mission and core themes? • Where and in what ways is the institution meeting or exceeding the expectations it set for itself? • Where and in what ways is the institution falling short? • How is the institution addressing those shortcomings? 4. Since the last NWCCU site visit, in what ways has the institution had to adapt to changing circumstances – in terms of both external and internal factors? • How well has the institution adapted to change? • Thinking about the future, how well-equipped is the institution to adapt to change? 5. What are the primary challenges the institution has had to overcome since the last NWCCU site visit?
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